The document outlines strategies for becoming an effective change leader, emphasizing techniques to enhance organizational change success. It highlights the importance of social networks, personal motivation, and structural support in implementing change initiatives. Additionally, it provides a framework for leaders to analyze and improve their current change strategies.

1. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Becoming a Change Leader (Yes, You!)
What You Need to Lead Your Organization to Achieve its
Change Goals
Maya Townsend, Founder
Partnering Resources
Learning Objectives
• The one approach that makes a change
initiative 10 times more likely to
succeed.
• The six methods of creating change in
organizations.
• How leaders can use the six methods to
help create change.
• How leaders can choose the best fit for
their projects or initiatives.
www.partneringresources.com

2. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Pace of Change is Increasing
81%
of managers say the
pace of change has
increased compared to
the pace 5 years ago
3
And Along With Change Comes…
More volatility 69%
More uncertainty 65%
More complexity 60%
50% 55% 60% 65% 70%
4
Data: IBM (2010) “Capitalizing on Complexity.”
www.partneringresources.com

3. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Moving Beyond…
5
Image: Unknown.
Experiences with Change Leadership
• Think of a change
initiative that you admire
• Identify: What happened
during the initiative that
helped people change?
► What did the leaders do?
► What supports were put in
place?
6
www.partneringresources.com

4. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Using 4+ techniques leads to
10 times greater likelihood of success
Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008
7
Ways to Create Change
Individual: Increase
Individual Social Structural staff motivation and
ability to change
Social: Create social
networks and
relationships that
MOTIVATION value and reward
change
Structural: Ensure
that the environment
ABILITY supports change
8
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
www.partneringresources.com

5. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
I-M: Link to Mission & Values
Techniques:
Public testimonials
Storytelling
Future mapping
For Individual Motivation
Link to
Mission and Help people link change to the
Values
mission and values
9
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
I-A: Overinvest in Skill Building
For Individual Ability
Overinvest in
Skill-Building Help people build skill over time
Techniques:
Periodic training
Immediate feedback
Webinars
Simulations
10
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
www.partneringresources.com

6. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
So-M: Use Peer Pressure
For Social Motivation
Use Peer
Pressure Create social momentum
Techniques:
Engage informal leaders
Train all informal leaders to model the new behaviors
Involve the “squeaky wheels” early
Reinforce leadership commitment to change
11
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
So-A: Create Social Support
For Social Ability
Create Social
Support Make sure support is there
when people need it
Techniques:
On-the-job coaching
Create special reinforcement for tough challenges
Create easy ways for people to get help
12
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
www.partneringresources.com

7. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Stronger Networks & Project Success
Successful Projects Less Successful Projects
Very Strong
Strong 27%
36%
Strong
57%
• 93% of successful change initiatives were led by people with very
strong / strong personal networks
while
• Only 27% of less successful change initiatives were led by people with
very strong / strong networks
13
Data: NEHRA / Partnering Resources study (2009).
St-M: Align Reward Systems
For Structural Motivation
Align Reward
Systems
Help match motivation
to the message
Techniques:
Link formal rewards systems to the change
Make clear the consequences of not changing
Find informal ways to recognize change
Hold people accountable
14
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
www.partneringresources.com

8. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
St-A: Change the Environment
For Structural Ability
Change the
Environment Make the environment match the
message
Techniques:
Change the workplace to remove obstacles
Provide software or other enabling tools
Share information and measures
15
Model adapted from Grenny, Maxfield, & Shimberg, MIT Sloan Management Review, Fall 2008.
Current State Inventory
• Use the Action Planning
Guide to identify which
techniques you’re using
today on current project
or initiative.
• Find a partner and
review techniques.
• Analyze: What might you
add? What might you
improve?
• Plan: What three steps
will you take in order to
take action?
16
www.partneringresources.com

9. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Where To Go From Here
• Ackerman Anderson, L., Anderson, D., & Marquardt, M. (2003). Development, Transition, or
Transformation? OD Practitioner.
• Bridges, W. (2003). Managing Transitions (2nd Ed.). Cambridge, MA: Perseus Books.
• Gartner, “Planning and Managing Change in the IT Organization: Case Profile Study.” For
Gartner clients only.
Grenny, J., Maxfield, D., & Shimberg, A. (2008). How to Have Influence. MIT Sloan
Management Review.
Ibarra, H. & Hunter, M. (2007). How Leaders Create and Use Networks. Harvard Business
Review.
• Kotter, J. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business
Review.
Spreier, S. W. Fontaine, M. H. & Malloy, R. L. (2006). Leadership Run Amok. Harvard
Business Review.
• Townsend, M. (2007). Becoming a Change Leader. CIO.Com. Available at http://bit.ly/HIWqh.
Townsend, M. (2009). Leveraging Human Networks to Accelerate Learning and Change.
Chief Learning Officer. Available at http://bit.ly/L4NRS.
• Townsend, M. (2011). People Problems? Keep Your Human Network Up and Running!
Available on http://www.cio.com .
• Vinitsky, M. H. & King, A. S. (2006). Change from the Employees’ Perspective: The Neglected
Viewpoint. OD Practitioner.
• Warrick, D. D. (2009). Developing Organization Change Champions. OD Practitioner.
17
Becoming a Change Leader (Yes, You!)
What You Need to Lead Your Organization to Achieve its
Change Goals
What questions
do you have?
www.partneringresources.com

10. Becoming a Change Agent (Yes, You!)
Healthcare Businesswomen’s Association
November 9, 2012
Maya Townsend
• Founder & lead consultant, Partnering Resources
► We help organizations meet complex change and collaboration
challenges
• Teaches at Boston University Corporate Education Center
• Prolific author
► Articles: Chief Learning Officer, Talent Management, CIO, Mass
High Tech, and others
► Blogs: Future of Work Enabled & Partnering Resources
► Books (co-author / co-editor)
• Strategic HR: Best Practices in Organization Development from the
OD Network (11/28/2012)
• NTL Handbook of OD & Change (2nd ed., publication date TBD)
• Likes chocolate a lot
19
www.partneringresources.com